This is “Intangible Resources and Capabilities”, chapter 8 from the book Business Strategy (v. 1.0). For details on it (including licensing), click here.

For more information on the source of this book, or why it is available for free, please see the project's home page. You can browse or download additional books there. To download a .zip file containing this book to use offline, simply click here.

Has this book helped you? Consider passing it on:
Help Creative Commons
Creative Commons supports free culture from music to education. Their licenses helped make this book available to you.
Help a Public School
DonorsChoose.org helps people like you help teachers fund their classroom projects, from art supplies to books to calculators.

Chapter 8 Intangible Resources and Capabilities

Overview

Earlier chapters explained how a few simple resources lie at the heart of any organization, determining how it performs through time. These systems contain people, though, and people have feelings and capabilities that determine how they behave: doing more or less of what you would like, or deciding to change from one state to another. This chapter explains the following:

  • why intangible factors matter, and what you can do to understand, measure, and manage them
  • how intangibles behave through time, responding to influences from elsewhere
  • the impact of capabilities in driving business performance
  • how intangibles influence the core architecture of simpler tangible factors